TAG QUESTION

     1. They want to come, don’t they? 
2. They won’t be here, will they?
3. He has learned a lot in the last couple of years, hasn’t he? 
4. She has not a car, doesn’t she? 
5. Joan can’t come with us, can she? 
6. Those aren’t your books, are you? 
7. Everyone can learn how to play the violin, can’t they? 
8. Something is wrong with you today, isn’t it? 
9. Nothing is wrong, isn’t it? 
10. She went to the campus yesterday, didn’t she? 
11. You had a good time last week, hadn’t you? 
12. You should have for the airport by six, shouldn’t you? 
13. She doesn’t have cats, does she? 
14. Nobody has told you the secret, did they? 
15. I am right, aren’t  i? 
16. Let’s study English, shall we? 
17. He is never late to class, is he? 
18. Your parents haven’t arrived yet, have you? 
19. Class ends at 11.00, isn’t it? 
20. Mala sat next to Ria last meeting, didn’t she?

TANGGUNG JAWAB SOSIAL MANAJER

Perubahan-perubahan konsep manajerial dipengaruhi oleh faktor intern dan ekstern. Seorang manajerial mempunyai tanggung jawab sosial atas keputusan yang diambil. Mengapa dikatakan demikian karena mempengaruhi dalam pengambilan keputusan dan pencapaian tujuan organisasi baik dalam jangka pendek maupun dalam jangka panjang. Disamping itu juga menyangkut nasib orang banyak yang semuanya menggantungkan dirinya kepada organsasi tersebut.
Berikut ini beberapa argumen-argumen yang mendukung tanggung jawab sosial.
1. Memenuhi ekspektasi public.
2. Untuk mengamankan laba jangka panjang
3. Tanggung jawab sosial merupakan kewajiban etis.
4. Untuk menciptakan kesan publik yang baik.
5. Untuk membantu menyelesaikan masalah-masalah sosial yang pelik.
6. Untuk mengurangi jumlah peraturan pemerintah yang perlu diberlakukan.
7. Untuk mengimbangi besarnya kekuasaan yang dimiliki perusahaan.
8. Untuk meningkatkan harga saham dalam jangka panjang.
9. Karena perusahaan memiliki sumber daya yang dibutuhkan untuk membantu masyarakat dan program-program sosial.
10. Untuk mengatasi masalah sosial sebelum masalah tersebut menjadi terlalu sulit dan mahal untuk diselesaikan.
Namun, terdapat argumen-argumen yang menentang tanggung jawab sosial :
1) Karena merupakan pelanggaran terhadap tujuan berupa maksimalisasi profit.
2) Karena merupakan dilusi terhadap tujuan utama perusahaan yakni produktivitas ekonomis.
3) Mahal.
4) Kekuasaan yang dimiliki perusahaan akan terlalu besar jika perusahaan juga berusaha mencapai tujuan sosial.
5) Kurangnya keahlian untuk mengatasi masalah sosial.
6) Kurangnya akuntabilitas yang dimiliki perusahaan terhadap tindakan sosial.
Seorang manajer harus tanggap terhadap lingkungannya karena ini sangat berpengaruh terhadap keputusan dan tindakan-tindakan yang akan dilakukan oleh manajer. Untuk itu seorang manajer harus mempunyai rasa tanggung jawab yang bersifat sosial.

Comment : 
Social responsibility means that management consider the economic and social consequences in decision-making. So managers are required to implement a business ethics.

PENGUASAAN PASAR (SHARE MARKET)

Dalam kenyataannya, pasar tidak hanya dilayani oleh satu perusahaan saja. Banyak pesaing-pesaing perusahaan yang berusaha merebut untuk dapat memenuhi permintaan pasar. Oleh karena itu perusahaan perlu untuk meningkatkan kemampuan melayani pasar dan sekaligus juga untuk mengalahkan pesain-pesaingnya. Dengan kata lain, perusahaan perlu menguasai pasar. Perusahaan dapat memilih untuk mnguasai keseluruhan pasar atau hanya berniat menguasai sebagian saja.
Kemampuan menguasai pasar dapat dipandang sebagai salah satu keberhasilan. Tujuan perusahaan pada umunya adalah mempertahankan atau meningkatkan tingkat potensi pasar. Sehingga pencapaian tujuan berarti juga dianggap sebagai keberhasilan perusahaan.  Kedudukan perusahaan dipasar perusahaan berdasarkan tingkat potensi pasar, kedudukan masin-masing perusahaan dapat dilakukan urutan atau rangkaian dalam pasar persaingan.
Penguasaan keseluruhan pasar berdasar pada dua asumsi. Yaitu anggapan bahwa perilaku dan respon adalah relatif homogen atau tanggapan kedua bahwa perilaku pasar adalah relatif heterogen.
Anggapan bahwa perilaku dan respon pasar adalah relatif homogen berarti perusahaan tidak membedakan pasar. Pasar dianggap sebagai salah satu agregat yang komponen-komponennya mempunyai karakter dan perilaku sama.
Apabila anggapan bahwa produsen tentang pasar adaah relatif heterogen, berarti pemasar melihat pasar meliputi berbagai ragam pangsa pasar. Secara keseluruhan perilaku pasar adalah relative heterogen yang terdiri dari beberapa segmen dengan perilaku dan respon yang masing-masing adalah relatif homogen.
Comment :
I think, the market share is needed to realize the success of a company. However, the market share of Indonesia in the international trade system is still very minimal. This is what makes our economy more in favor of economic consumption rather than production economics, is what makes the advantages of natural resources and human resources we are not treated optimally.

MENINGKATKAN PRODUKTIFITAS KERJA

Produktifitas dalam kegiatan produksi sebagai perbandingan antara out ut dengan in put. Yang dimaksud dengan put put disini bisa terdiri dari penjualan (sales), earning (pendapatan), market share  dan kerusakan. Sedangkan yang mencakup biaya produksi (production cost), dan biaya peralatan (equipment cost).  Produktifitas dapat diguanakan sebagai tolak ukur keberhasilan suatu industri atau UKM dalam menghasilkan barang atau jasa. Sehingga semakin tinggi perbandingannya, berarti semakin tinggi pula produk yang dihasilkan.

Sebagai konsep filosofis, produktivitas mengandung pandangan hidup dan sikap mental yang selalu berusaha untuk meningkatkan mutu kehidupan dimana keadaan hari ini harus lebih baik dari hari kemarin, dan mutu kehidupan hari esok harus lebih baik dari hari ini. Hal inilah yang memberi dorongan untuk berusaha dan mengembangkan diri. Sedangkan konsep sistem, memberikan pedoman pemikiran bahwa pencapaian suatu tujuan harus ada kerja sama atau keterpaduan dari unsur-unsur yang relevan sebagai sistem.

Dapat dikatakan bahwa produktivitas adalah perbandingan antara hasil dari suatu pekerjaan karyawan dengan pengorbanan yang telah dikeluarkan. Hal ini sesuai dengan pendapat Sondang P. Siagian bahwa produktivitas adalah: “Kemampuan memperoleh manfaat yang sebesar-besarnya dari sarana dan prasarana yang tersedia dengan menghasilkan output yang optimal bahkan kalau mungkin yang maksimal.”

Banyak hasil penelitian yang memperlihatkan bahwa produktivitas sangat dipengaruhi oleh faktor: knowledge, skills, abilities, attitudes, dan behaviours dari para pekerja yang ada di dalam organisasi sehingga banyak program perbaikan produktivitas meletakkan hal-hal tersebut sebagai asumsi-asumsi dasarnya : 

Salah satu pengaruh produktivitas kerja tidak hanya dilihat dari segi efektifitas dan efiesiensi produksi, tetapi juga berkaitan dengan sikap mental karyawan yang selalu berkeinginan untuk meningkatkan kinerjanya terus menerus.

Inilah 12 tips untuk meningkatkan produktivitas kerja Anda.

1. Memiliki satu tujuan fokus 

2. Blokirlah gangguan tanpa ada rasa kasihan

3. Tentukan batas waktu setiap rapat 

4. Buatlah ritual produktivitas Anda. 

5. Bangunlah lebih pagi. 

6. Kelompokkan interupsi Anda. 

7. Lakukan outsourcing pada tugas Anda

8. Buatlah aturan pada email untuk menjaga ‘kewarasan’. 

9. Tangkap semua ide-ide kreatif. 

10. Tingkatkan efektivitas Anda dengan teknologi 

11. Jangan kehilangan informasi penting. Simpan lalu baca. nanti.

12. Jangan sungkan belajar dari orang lain.

Comment : 

In mt opinion, the above tips is not difficult to do. But it takes time to perform and customize it. In addition to these 12 tips, there is one very important key if you want to improve your work productivity, that is the intention. If we already have the intention, all must be a way

SPAN OF CONTROL

5 Things Every Leader Should Know

What Should Be Obvious To All  - But Isn’t
Nothing is more important for a leader to understand than knowing how to move the needle across the entire enterprise (strategically, culturally, organizationally, and operationally). Where many leaders become disoriented is by confusing platform with people, and position with responsibility. Here’s the thing – it’s not about the platform, it’s about the people. Without the people there is no platform, and ultimately nothing to lead. It’s not about you (the leader), but what you can create and influence through those you lead.
Span of Control – Defined and Redefined
The commonly accepted definition of span of control is as follows: “the number of subordinates directly reporting to a leader/manager.” For what it’s worth, I really dislike the term and find it to be outdated at best, and destructive at worst. I prefer the more inclusive term constituency management. I want leaders to think span of influence and awareness, to shift thinking from rigid structures to loose collaborative networks, and to think open source not proprietary.
The goal is not to see how far you can stretch – this shouldn’t be a contest of he/she with the most direct reports wins. The days of corporate power plays and land grabs to gain control don’t serve anyone well. Smart leaders use elasticity in the most fluid and flexible fashion to extend their engagement, increase their knowledge, and to create scale for those they lead. Smart leaders strive to achieve the proper levels of influence and awareness by increasing the right activities in order to attain the right outputs – this happens better through collaboration than by control. Great leaders don’t control people they align them around a vision, and they inspire people by setting them free to achieve great outcomes.
A Slippery Slope
Far too many executives fall into the trap of filling their plate with overly aggressive commitments to direct reports while not planning for the other inevitabilities of the job. By leaving little or no room for white space, much less other constituencies like customers, board members, capital markets, public policy, vendors, media, etc., inevitable conflicts and chaos occur.  Again, I prefer to think of direct reports as just one subset of constituency management.
Operating within the narrow confines of traditional definition does nothing more than narrow leadership effectiveness. The myopia of viewing the world through the traditional lens of span of control not only affords leaders little room to maneuver, but it always has them out of balance and playing catch-up.
Following a 5 things every leader should work into the design of their constituency management plan:
1. Context Every leader is different, and as a result, has different needs with regard to numbers, skills, cultural dynamics, etc. If you don’t have the skills to lead or manage a broad span, yet attempt to do so, it will be your undoing. If your focus is too narrow, you’ll find yourself with blind spots and operational gaps. The average number of direct reports for Fortune 500 CEOs is 7.44, but some CEOs have more than 20, while others have less than 5. It’s not the number that’s important, but whether you’re getting what you need out of whatever number you have. Additionally, how a leader structures their span sends a very strong message (internally and externally) as to who and what they value, along with their capabilities, interests, and passions. Make sure you’re sending the correct message.
2. Understanding: Don’t focus on the team you inherit, focus on the team you need – if they happen to be one and the same consider yourself lucky. Are you looking for doers, thinkers, or teachers? Do you want to build a team of tactical geniuses, or brilliant strategists, or sage mentors? Compromise has its place, but not where matters of talent are concerned. When it comes to team construct, never settle for less than what you need.  You will be held accountable for your decisions in this regard – choose wisely.
3. The Missing Link: The most commonly overlooked aspect of team dynamics is for leaders to understand learning and development are best when they occur bi-directionally. Smart leaders seek to be challenged and to encourage diversity of thought and dissenting opinion. One of the primary drivers of composition should be to find a group of talented individuals who will challenge you, stretch you, and develop you. Part of getting the job done is ensuring a certainty of execution, while always taking your leadership ability to new heights. Remember – leaders who don’t develop themselves professionally will be replaced by those who do.
4. Time Is Your Most Valuable Commodity: Time; it’s the only thing we all have in common, yet it’s how we choose to spend it that defines and differentiates us as individuals. Time can either be your best friend or your worst nightmare. Time doesn’t slow, nor can it be accelerated or recovered. You can waste time or invest time, but the best leaders scale time. Good constituency management allows you to scale time by creating time leverage across the enterprise and throughout a leaders entire sphere of influence. I often hear people espouse the axiom “don’t work hard, work smart.” I have a bit of a different take on the subject  – I encourage people to work very hard at working intelligently. Remember, time is a finite commodity, and once a moment in time has passed it is gone forever.
5. Trust Is Your Most Valuable Asset: A leadership team built on anything other than a foundation of trust is destined to fail. Leaders who choose to operate without trust do so at great risk. Know this – leaders not accountable to their people will eventually be held accountable by their people. One of a leader’s most important functions is to create an environment where trust and loyalty are the rule and not the exception. When it comes to trust and loyalty, the simple rule is you will not freely receive what you will not freely give. Here’s a question every leader must answer: If you don’t trust a member of your team, should they really be on your team?
There is a reason we can’t point to more “it” companies. There’s a reason we can find more examples of failed teams than great teams. Fact: it takes rigor, discipline, skill, and an unyielding focus on quality to create the right team. Team building is not a check the box exercise and leaders who treat it as such will reap what they have sowed.

http://www.forbes.com/sites/mikemyatt/2012/11/05/span-of-control-5-things-every-leader-should-know/

DESCRIPTION OF MY PERSONALITY

Hallo. My name Devi Rosdiyana, but you can call me Devi. I live in Cibubur, East Jakarta. Now I’m 18^th years old. My mayor is Management in Gunadarma University. I have many hobbies , watching Tv, singing, eating, reading, listening of music and many more. I have a very big dream, when I graduated from college I wanted to be an entrepreneur. I wanted to have a restaurant that serves a traditional menu. I want to maintain a traditional Indonesian menu and I will open some reataurant by my self in the other country. I want to make everyone in this world knows the menu of Indonesian cooking. Because no Indonesian menu that tastes bad. Hoho…

Beside it, I want  to make my parents pround of me. Because they are everything to me. and I want to be a successful person. Because I wanted to buy everything I want. Hoho. So, that’s my personal description. Thankyou J

THE MARKETING COMMUNICATION

Marketing communication is a marketing activity that seeks to spread information, 
influence and or remind the target market of the company or product to be willing to 
accept, buy, and loyal to the products offered by manufacturers.
Your marketing plan will be executed by using the tactical elements of the 
Marketing Communications. The Marketing Communications is the specific of 
advertising, personal selling, sales promotion, public relations, and direct marketing a 
company uses to pursue its advertising and marketing objectives.:
a. Advertising - Any paid form of nonpersonal presentation and promotion of ideas, goods, or services by an identified sponsor.
b. Personal selling - Personal presentation by the firm’s sales force for the purpose of making sales and building customer relationships.
c. Sales promotion - Short-term incentives to encourage the purchase or sale of a product or service.
d. Public relations - Building good relationships with the company’s various publics by obtaining favorable publicity, building up a good "corporate image", and handling or heading off unfavorable rumors, stories, and events.
e. Direct marketing - Direct communications with carefully targeted individual consumers to obtain an immediate response and cultivate lasting customer relationships.